The selection of a digital director’s team largely depends on the product itself and its Customer Journey. It’s one thing when a company physically produces a product and needs to be told about it in digital channels. And it is completely different when we talk about an online product: then the department dealing with product development falls into the competence of the digital marketing director.
The same condition affects the distribution of competencies in the team. Different companies may have completely different requirements for the same specialist. In one, an Internet marketer must be able to set up an SMM campaign and find competent freelancers who quickly lay out a landing page. And in the other – to coordinate different departments for the development of software facilities and make strategic decisions that affect the development of the product.
A digital director in an e-comm company needs to build omnichannel in the marketing system: understand how the target audience is segmented, whether they will have a dynamic price list, and how to conduct a price management policy in general.
In a B2B company, both the digital director himself and his team are likely to need other competencies.
The main thing that distinguishes a good digital director from a bad one is the ability to build a Customer Journey, the path of the end consumer to your product, identify or create points of interaction between the client and the product and correct this map in time. At what points contextual advertising is triggered, when consumer behavior is influenced by SMM, and when – by CPM, depends solely on the knowledge of Customer Journey.
How does knowledge of Customer Journey affect the composition of the digital marketing director’s team?
It’s a normal story when Customer Journey shows that some of the digital tools – and, therefore, specialists – are simply not needed by the company. Doing Instagram for the sake of Instagram is not a business decision. Why are we here at all in this case?
Digital marketing is a way to make sure that each customer you attract costs the company less money than it would cost in other communication channels. Digital marketing also allows us to learn more about our consumers, segment them and increase our client’s LTV .
Therefore, if, based on the Customer Journey, the digital marketing director concluded that the company does not need Instagram, it is good that he understood this before hiring an employee and investing in the creation and promotion of Instagram content. The only thing here is to make sure that you didn’t need Instagram within the entire target audience, and not just one segment of it.
In addition, one communication channel can perform different functions. Take social media, for example. Any social network can serve three main tasks in marketing:
- Tell about a company’s product or services.
- Provide feedback from consumers when they might complain about something or ask a question about a product.
- Used to launch advertising campaigns for different audience segments.
Here again you need to look at Customer Journey: if the coverage of publications and conversions are low, and users write to you with complaints and requests, perhaps you need a community manager, not an SMM-manager.
Who is this Castomer Jornie ?! And where to find it?
Most of the Customer Journey research can be done on your own. The first thing to look at is the current customer segmentation: why is it the way it is? For example, the bulk of the clients of an insurance company are motorists: those who draw up CASCO. But which of them will be the most profitable for her?
Let’s say we have married women 25+ with two children – a favorite segment of the target audience, since they are the most accurate drivers. And there are 18-year-olds in their father’s BMWs – internal statistics show, for example, that they have the highest accident rate. The first is our priority segment, and the second we do not want to attract at all! How do we find some and distance ourselves from others?
First of all, a digital marketer needs to understand where these people find your company. Let’s say we see a lot of people coming from a search. We check in WordStat and Google Ads what and by what criteria users are looking for auto insurance on the Internet. Looking for reviews of insurance companies on social networks using YouScan or Brand Analytics . We evaluate what pains the target audience has in this market and how we can solve these problems within our product. We study reviews for similar products and services and mark triggers in them that will help the audience make a decision in our favor. This is how the Customer Journey map emerges.
For example, a common negative about insurance companies is that they are bureaucratic: it is difficult to get insurance payments without a heap of accompanying documents. If your insurance company manages to shorten the bureaucratic chain, then you will have the opportunity to profitably separate yourself from competitors, bring a cool product to the market and successfully build communication with your target audience.
We conduct in-depth interviews with the most loyal clients and try to understand why they choose our product or service, how easy this choice is for them. For example, the renewal of the CASCO policy is often more expensive than the initial registration. It turns out that it is beneficial for the client to change the insurer every time the policy is updated. This is an oversight on the part of marketers who don’t track Customer Journey.
Separately, you can talk with those who are engaged in sales in the company: they are carriers of interesting insights. So you thought that a person makes a decision to renew your service two months before contacting, but in fact something has changed – and now he does it in two weeks. The coolest marketing decisions are born in response to the pain of the target audience. You need to see these changes in time and re-schedule the client’s life cycle.
Distribution of competencies in the digital director’s team
We always take the strongest specialists to key positions in the team. But there is a significant risk here. To hire overqualified expert in many cases not so promising as to take a less experienced person, which can be trained in the process. Yes, you have big plans, but think: will you have something to offer a top specialist in a year? It often happens that such a person gets bored quickly. Or he cannot join the team, because he is breathing down the back of his line manager’s head, and a conflict occurs. Such situations should be avoided.
The main task of a digital director is strategic planning and management. You need to be able to motivate people so that everyone can fulfill their potential and want to do their job at 200%.
In digital marketing, people often burn out because they do the same thing. For example, a targeting scientist sees the reaction of people to your product, tries to point out some mistakes in promotion or positioning, but they do not hear him. The person begins to feel superfluous, unable to influence the situation.
Young professionals should be allowed to make mistakes – and never be reprimanded for doing so. Mistakes are great. When a person knows that he has the right to make mistakes, he feels more personal responsibility than if he shakes that he is about to be fired. These people have different motivations and different levels of creativity. And we live in a time when creativity helps businesses survive in the competition.
Top specialists are expensive, and some things are simply not interesting for them to do, often they are already wearing a crown on their heads. Taking an inexperienced but talented employee and raising a loyal motivated employee is a good strategic decision.
Budget mistakes and experimentation small. If an employee proposed a hypothesis and it turned out to be incorrect, this is normal, and cannot be punished for it. Maybe so we can find some new insight? Only negligence cannot be forgiven.
How to set KPIs for different digital marketing professionals?
A good digital director is distinguished by his networking skills. It is perfectly okay to seek advice from peers outside of competing companies. Or find some cases on the Internet that you like and contact their customers or producers. Very few will refuse to help with advice – everyone is pleased to act as an expert and share their experience.
To set adequate KPIs for a particular area of digital marketing, you first need to understand what role it plays in your company’s business. Take, for example, SMM: there are so-called Instagram businesses – cosmetics, underwear, where the share of customer traffic from social networks approaches 30%. This is a strategically important channel – here the digital director himself needs to improve his expertise.
If in your company SMM is more of an image story or a means of customer feedback, you can let the specialist set his own KPIs. You can compare them with colleagues in the industry, or derive some median value against your expectations. There is no “gold standard” in the number of subscribers in social networks. And social networks also have their own specifics: there may be some KPIs on Instagram, others on VK, it depends on where and how your client’s Customer Journey goes.